Top Management Teams, Global Strategic Posture, and the Moderating Role of Uncertainty

By Mason A. Carpenter, J. Fredrickson. 2001

959 citations recorded by the source corpus.

Subfields: Communication, Gender Studies, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2da0cb1bde32454b7a6d737d4e897c640ae64014

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Citations in the corpus

Top Management Team Diversity (2013, background): “Some authors also include international experience in their underlying diversity measures (Athanassiou & Nigh, 2002; Carpenter & Fredrickson, 2001).”
Emerging multinationals from mid-range economies: the influence of institutions and factor markets (2013, background): “As a result, specific FDI decisions may also be related to a fit between business opportunities and risk preferences and decision-making horizons of managers and the other main shareholder constituencies as suggested by agency theory (Carpenter and Fredrickson, 2001).”
Getting by with the Advice of Their Friends: CEOs' Advice Networks and Firms' Strategic Responses to Poor Performance (2003, result): “Prior research has shown acceptable reliability for the component variables (Carpenter and Fredrickson, 2001), and we found similarly high reliability in our sample (alpha = .89).”
How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity (2009, background): “…effort has been directed toward linking the composition of a given TMT to competitive moves (Hambrick, Cho, & Chen, 1996), global strategic posture (Carpenter & Fredrickson, 2001), expansive global strategies (Sanders & Carpenter, 1998), strategic change (O'Reilly et al., 1993, Wiersema & Bantel,…”
Audit Committee Financial Expertise and Earnings Management: The Role of Status (2014, background): “examining the groups primarily responsible for certain decisions rather than isolated individuals provides better explanatory power of organizational outcomes (Carpenter and Fredrickson, 2001; Hambrick, 2007; Jackson, 1992). In additional support for this approach, Hambrick (2007) notes that “leader”
Application of the Controllability Principle and Managerial Performance: The Role of Role Perceptions (2011, background): “ticipation and managerial performance, Chenhall and Brownell (1988) are among the first management accounting scholars to predict and find the negative effect of role ambiguity on performance.”
Does top management team diversity promote or hamper foreign expansion (2007, background): “Carpenter and Fredrickson (2001) found some support for the idea that highly internationalized companies are run by demographically diverse TMTs and that firms at lower levels of internationalization tend to be run by more homogenous teams.”
The Compositional Impact of Team Diversity on Performance: Theoretical Considerations (2005, background): “Carpenter and Fredrickson (2001) similarly reported that international experience and diverse educational background were positively related to firms’ global, strategic postures among top management teams.”
Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007, background): “Uncertainty is created by instability in the environment that produces deficits in the information needed to identify and understand cause-andeffect relationships (Carpenter & Fredrickson, 2001; Keats & Hitt, 1988).”
A Multilevel Examination of the Drivers of Firm Multinationality (2012, positive): “The nonsignificant relationships involving several TMT characteristics and multinationality may also be due to the diversity of organizational and environmental contexts confronting TMTs (Carpenter & Fredrickson, 2001).”